13.8
JOB COMPETENCIES: MEASURING AND
PREDICTING PERFORMANCE
Contributed by Wilf Hiebert, and inspired Lyle and Signe Spencer.Leaders need objective measures for recruiting, training, and rewarding employees. Yet in mod-
ern knowledge-based organizations, the attributes that matter most are difficult to measure or
observe (e.g., initiative, creativity, confidence, political acuity, and so on). Clearly defined job
competencies help leaders to assess attributes related to job performance that are difficult to
measure or observe. Once defined and validated, job competencies can be used for a range of
practical purposes: as recruiting tools that detail specific, hard-to-define qualifications for a job;
in developing job-related training programs; and in tailoring performance evaluation tools to
specific jobs.
WHAT IS A COMPETENCY?
A competency is an enduring, underlying characteristic of an individual, indicating ways of
behaving and thinking that are directly related to an objective measure of effective job perfor-
mance.
➠ Underlying characteristicrefers to an enduring part of a person’s personality that predicts
behavior across job situations.
➠ Directly relatedmeans that the competency predicts performance.
➠ Objectivemeans the competency can predict something being done well or poorly as
measured by specific criteria.WRITING A COMPETENCY DEFINITION
Competency definitions begin with intent:the motive or trait that underlies action toward a
business result.
UNDERLYING CHARACTERISTICS
The characteristics levels in this table can be thought of as being on a continuum, with the first
level (motives) being the most difficult to assess and develop, and the last level (skills) being
the easiest to observe and develop.
SECTION 13 TOOLS FORLEADINGPERFORMANCE 415
Intent Action Result
➟➟
motives, traits, self-concept behaviors (knowledge, skills) on-job performance